• 대한지리학회지
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• 제28권1호
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• pp.16-39
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• 1993

본 연구는 우리나라 都市內 小規模 工業의 立地決定要因을 규명하기 위한 行態的 硏究의 일환으로, 부산시의 소규모 工業經營者들이 都市內部에 공장임지를 결정함에 있어서 실제로 고려하눈 立地要因이 무엇이며, 또한 그 요인은 기업특성, 경영자특성, 입지장소의 용도지역상 성격에 따라 차이가 있는가를 밝히는 데 목적이 있다. 이를 위해 부산시내 소규모 공업경영자들을 대상으로 설문지에 의한 면접조사를 실시하였다. 그 결과, 소규모 공업의 입지결정에 영향을 미치는 요인이 기업의 특성은 물론 경영자 및 용도지역의 특성에 따라 많은 차이가 있음을 확인하였다. 이는 도시내부의 비공업지역에 소규모 공장이 입지함에 있어서 토지를 비롯한 경제적 요인과 더불어 비경제적 요인이 상당한 영향을 미치고 있음은 입지정책에 시사하는 바가 크다고 볼 수 있다.

• 대한간호학회지
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• 제19권2호
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• pp.212-222
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• 1989

When the head nurse who is pivotal in the nursing service administration of the hospital performs efficiently as a first-line manager, the effectiveness of the nursing unit, which includes the quality of nursing care, the jab satisfaction of staff members, and the cohesiveness of staff members is increased. With this point of view in mind, the researcher carried out a study to determine the actual work (the content of the work, the work process, the role of the head nurse, the activity media, and the purpose of the work) of the head nurse in a university hospital in Korea. In addition, this study was also carried out for the purpose of preparing an ideal model for the work of the head nurse. The research subjects were 39 head nurses. This included all the head nurses in two university hospitals except those who were working in outpatient care, operating rooms, central supply, nursing administration, in-service education and emergency care. Data were collected from September 24th to October 21th, 1987 and April 4th to 12th, 1988. A work activity record on which the head nurse recorded directly in a chronological narrative form, was used as the research instrument. The 234 work activity records, 39 head nurse's continuous recording over 6 days(from Monday to Saturday) were collected and analysed. The results were as follows ; 1. With regard to the work content for the total daily work of the head nurse, 45.2% of the activities were managerial activities but 58.1% of the head nurse' s time was spent in direct patient care. 2. With regard to the work process of the head nurse, specifically the location, the size and membership of groups contacted, the results were as follows : 1) Of the total daily work activities 92.4% were carried out in the nursing unit and this occupied 84.5% of total daily work time. Direct patient care was generally performed on the nursing unit and managerial work was performed in other areas. 2) Of the total daily work activities, 73% was with one or more persons and 51.2% of total daily work time was spent in groups. 3) A total of 51 persons, working in different capacities were contacted. These included 21 persons giving patient care, 19 persons working in nursing unit management, and 7 persons working in human resource management. 3. With regard to the head nurse's role in work activity, 53.3% of total daily work activities involved the informational role, 26.9%, the interpersonal role and 19.9%, the decisional role. With regard to time, 57.7% was spent in the informational role, 23.9%, in the interpersonal role and 18.3%, in the decisional role. When the head nurse performed managerial work, she gave nearly equal emphasis to all three roles when she gave direct patient care the informational role was increased. 4. With regard to the activity media, the number of unscheduled activities accounted for 27.1% of the activities, scheduled activities, 24.3%, desk work activity, 22.1%, rounds, 12.5% and telephone calls, made or received, 14.0%. In daily total work time managerial work related to desk work and scheduled activities were high, ranging from 29.8% to 29.9% but for direct patient care time, scheduled activities and unscheduled activities were high, ranging from 23.6％ to 35.3%. 5. With regard to the purpose of the work performed, 54.4% of the total daily work was concerned with the team and 41.4% was concerned with the agency. The managerial work was concerned mainly with the team and the direct patient care was concerned mainly with the patient. When the frequency of an activity and time were compared no significant difference was found between the days for which the work was recorded for any of the variables : the work content, the work process, the work role, the activity media and purpose of the work. On the basis of this study the following are proposed as an ideal model for head nurse work in Korea : The managerial work should be increased to 70%. The decisional role activities should be increased to 40%. Twenty percent of the work activity should be allocated to agency, community and profession. It is believed that this model for the head nurse's work can contribute to guidelines for job description development. Finally, educational programs, organizational and structural devices, and administrative support are needed for the proper function of the head nurse in this proposed model.

• 해양환경안전학회지
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• 제21권6호
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• pp.662-671
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• 2015

위험 유해물질(HNS)의 종류와 물동량이 증가함에 따라 육 해상에서 HNS 유출사고가 크게 증가하고 있으며 그에 따른 화재, 폭발, 독성 피해 등 다양한 유형의 사고와 피해가 나타나고 있어, HNS 유출사고에 대비 대응하기 위하여 전문 인력을 양성할 필요가 있다. 본 연구에서는 국내 HNS 유출사고에 대한 육상 및 해상의 대응 체계와 교육과정 현황을 살펴보고, 육상과 해상 간의 대응체계 및 교육과정을 비교하였다. 육상의 HNS 사고 대응체계에서는 환경부가 유해화학물질 유출사고 대응 주관기관이고 국민안전처는 화재 위험물 사고 대응 주관기관이다. 육상에서는 국민안전처, 환경부, 지자체 등이 화학재난합동방재센터를 설립하여 각종 화학재난 사고에 공동대응하고 있다. 한편 해상의 대응체계에서는 국민안전처 해양경비안전본부(KCG)가 해상 HNS 방제조치 책임기관이고 해당 지방자치단체 또는 행정기관이 해안 표착 HNS 방제조치 책임기관이다. HNS 사고 대응 지휘체계는 육상과 해상이 전반적으로 비슷하지만 해상의 특수성으로 인해 서로 약간의 차이가 있다. HNS 사고 대비 대응 교육과정을 살펴보면, 육상에서는 중앙소방학교, 화학물질안전원 교육시스템, 한국화학물질관리협회 화학물질안전교육센터, 인제대학교 방재연구센터 등에서 교육과정이 다양하게 개설되어 있는 반면에 해상에서는 해양경비안전교육원 및 해양환경교육원에서 관련 교육과정이 개설되어 있으나 비교적 단순한 편이다. 한편, 육상과 해상을 연결하는 항만에서 종사하는 위험화물취급자에 대한 교육과정은 한국해사위험물검사원 교육센터, 한국항만연수원 및 한국해양수산연수원에서 개설되어 있다. 육상 교육과정과 해상 교육과정을 비교한 결과, 향후 해상 교육과정의 개선을 위해서는 현재의 예방 대응과정에 추가하여 사후관리과정을 개설하고 단일화된 HNS 방제과정을 2개의 과정(실무자 과정과 관리자 과정)으로 분리하고 각각의 보수과정을 개설할 필요가 있다. 또한 교육대상자를 민간 방제인력과 예비인력으로 확대, 온라인 강의(사이버 과정) 개설, 그리고 타 교육훈련기관과의 공동과정 개설 등 교류 협력의 활성화가 필요하다.

• 한국수자원학회:학술대회논문집
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• 한국수자원학회 2015년도 학술발표회
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• pp.237-237
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• 2015

The district of Marlborough has had more than its share of river management projects over the past 150 years, each one uniquely affecting the geomorphology and flood hazard of the Wairau Plains. A major early project was to block the Opawa distributary channel at Conders Bend. The Opawa distributary channel took a third and more of Wairau River floodwaters and was a major increasing threat to Blenheim. The blocking of the Opawa required the Wairau and Lower Wairau rivers to carry greater flood flows more often. Consequently the Lower Wairau River was breaking out of its stopbanks approximately every seven years. The idea of diverting flood waters at Tuamarina by providing a direct diversion to the sea through the beach ridges was conceptualised back around the 1920s however, limits on resources and machinery meant the mission of excavating this diversion didn't become feasible until the 1960s. In 1964 a 10 m wide pilot channel was cut from the sea to Tuamarina with an initial capacity of $700m^3/s$. It was expected that floods would eventually scour this 'Wairau Diversion' to its design channel width of 150 m. This did take many more years than initially thought but after approximately 50 years with a little mechanical assistance the Wairau Diversion reached an adequate capacity. Using the power of the river to erode the channel out to its design width and depth was a brilliant idea that saved many thousands of dollars in construction costs and it is somewhat ironic that it is that very same concept that is now being used to deal with the aggradation problem that the Wairau Diversion has caused. The introduction of the Wairau Diversion did provide some flood relief to the lower reaches of the river but unfortunately as the Diversion channel was eroding and enlarging the Lower Wairau River was aggrading and reducing in capacity due to its inability to pass its sediment load with reduced flood flows. It is estimated that approximately $2,000,000m^3$ of sediment was deposited on the bed of the Lower Wairau River in the time between the Diversion's introduction in 1964 and 2010, raising the Lower Wairau's bed upwards of 1.5m in some locations. A numerical morphological model (MIKE-11 ST) was used to assess a number of options which led to the decision and resource consent to construct an erodible (fuse plug) bank at the head of the Wairau Diversion to divert more frequent scouring-flows ($+400m^3/s$)down the Lower Wairau River. Full control gates were ruled out on the grounds of expense. The initial construction of the erodible bank followed in late 2009 with the bank's level at the fuse location set to overtop and begin washing out at a combined Wairau flow of $1,400m^3/s$ which avoids berm flooding in the Lower Wairau. In the three years since the erodible bank was first constructed the Wairau River has sustained 14 events with recorded flows at Tuamarina above $1,000m^3/s$ and three of events in excess of $2,500m^3/s$. These freshes and floods have resulted in washout and rebuild of the erodible bank eight times with a combined rebuild expenditure of $80,000. Marlborough District Council's Rivers & Drainage Department maintains a regular monitoring program for the bed of the Lower Wairau River, which consists of recurrently surveying a series of standard cross sections and estimating the mean bed level (MBL) at each section as well as an overall MBL change over time. A survey was carried out just prior to the installation of the erodible bank and another survey was carried out earlier this year. The results from this latest survey show for the first time since construction of the Wairau Diversion the Lower Wairau River is enlarging. It is estimated that the entire bed of the Lower Wairau has eroded down by an overall average of 60 mm since the introduction of the erodible bank which equates to a total volume of $260,000m^3$. At a cost of $$0.30/m^3$ this represents excellent value compared to mechanical dredging which would likely be in excess of $$10/m^3$. This confirms that the idea of using the river to enlarge the channel is again working for the Wairau River system and that in time nature's "excavator" will provide a channel capacity that will continue to meet design requirements.

• Journal of Nutrition and Health
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• 제55권5호
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• pp.587-600
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• 2022

대학구성원의 식생활 개선을 위해 24시간 운영하는 '무인 식품 매점' 운영에 대한 고객 요구도를 총 329명을 대상으로 온라인 설문조사를 한 결과 조사대상자 중 남자는 31.3%, 여자는 68.7%였고, 1인 가구는 전체의 54.1%였으며, 아침식사 결식률은 39.2%였고, 섭취가 부족한 식품군은 과일류 (35.6%), 채소류 (32.8%) 순으로 높았다. 점심식사는 배달음식을 이용하는 경우가 32.2%로 가장 많았고, 점심식사로 선호하는 메뉴는 한식 (74.2%), 일품요리 (34.3%), 일식 (31.9%), 패스트푸드 (28.0%), 중식 (17.0%)의 순이었다. 점심식사와 점심식사 장소에 대한 전체적인 만족도는 평균 3.91점/5점이었고, 전체적인 만족도는 직접 조리해서 먹는 경우가 유의적으로 가장 높았고, 편의점에서 식사하는 경우가 가장 낮았으며 (p < 0.001), 가족과 식사하는 경우가 친구나 혼자 식사하는 경우보다 유의적으로 가장 높았다 (p < 0.001). 무인 매점 이용 의향은 평균 3.98점/5점으로, 직접 조리하는 경우 (3.76점)가 유의적으로 가장 낮았고, 편의점에서 식사하는 경우 (4.38점)가 유의적으로 가장 높았다 (p < 0.05). 무인 식품 매점 희망 이용 시간대는 점심시간 (54.1%), 저녁시간 (46.2%), 오후 간식 시간 (41.9%) 순이었고, 구입 희망 식품은 도시락류 (62.0%), 샌드위치류 (56.2%), 컵과일류 (54.4%), 샐러드류 (51.7%), 김밥류 (50.5%) 순이었다. 판매 예정 식품의 구입 희망 평균 가격은 도시락류는 4,991원, 샐러드류가 3,403원, 컵과일류는 2,745원, 샌드위치류는 2,609원, 김밥류는 2,235원이었다. 대학교 내 무인 매점 경영자는 무인 식품 매점의 성공적인 운영을 위해서 고객의 요구를 실시간 파악하여 고객만족을 극대화할 수 있는 효과적인 마케팅 전략을 수립해 나가야 할 것이다.

• 수산경영론집
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• 제34권2호
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• pp.75-90
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• 2003

When we think of fundamental problems of the aquaculture industry, there are several strict conditions, and consequently the aquaculture industry is forced to change. Fish aquaculture has a structural supply surplus in production, aggravation of fishing grounds, stagnant low price due to recent recession, and drastic change of distribution circumstances. It is requested for us to initiate discussion on such issue as “how fish aquaculture establishes its status in the coastal fishery\ulcorner, will fish aquaculture grow in the future\ulcorner, and if so “how it will be restructured\ulcorner” The above issues can be observed in the mariculture of yellow tail, sea scallop and eel. But there have not been studied concerning seabream even though the production is over 30% of the total production of fish aquaculture in resent and it occupied an important status in the fish aquaculture. The objectives of this study is to forecast the future movement of sea bream aquaculture. The first goal of the study is to contribute to managerial and economic studies on the aquaculture industry. The second goal is to identify the factors influencing the competition between production areas and to identify the mechanisms involved. This study will examine the competitive power in individual producing area, its behavior, and its compulsory factors based on case study. Producing areas will be categorized according to following parameters : distance to market and availability of transportation, natural environment, the time of formation of producing areas (leaderㆍfollower), major production items, scale of business and producing areas, degree of organization in production and sales. As a factor in shaping the production area of sea bream aquaculture, natural conditions especially the water temperature is very important. Sea bream shows more active feeding and faster growth in areas located where the water temperature does not go below 13∼14$^{\circ}C$ during the winter. Also fish aquaculture is constrained by the transporting distance. Aquacultured yellowtail is a mass-produced and a mass-distributed item. It is sold a unit of cage and transported by ship. On the other hand, sea bream is sold in small amount in markets and transported by truck; so, the transportation cost is higher than yellow tail. Aquacultured sea bream has different product characteristics due to transport distance. We need to study live fish and fresh fish markets separately. Live fish was the original product form of aquacultured sea bream. Transportation of live fish has more constraints than the transportation of fresh fish. Death rate and distance are highly correlated. In addition, loading capacity of live fish is less than fresh fish. In the case of a 10 ton truck, live fish can only be loaded up to 1.5 tons. But, fresh fish which can be placed in a box can be loaded up to 5 to 6 tons. Because of this characteristics, live fish requires closer location to consumption area than fresh fish. In the consumption markets, the size of fresh fish is mainly 0.8 to 2kg.Live fish usually goes through auction, and quality is graded. Main purchaser comes from many small-sized restaurants, so a relatively small farmer and distributer can sell it. Aquacultured sea bream has been transacted as a fresh fish in GMS ,since 1993 when the price plummeted. Economies of scale works in case of fresh fish. The characteristics of fresh fish is as follows : As a large scale demander, General Merchandise Stores are the main purchasers of sea bream and the size of the fish is around 1.3kg. It mainly goes through negotiation. Aquacultured sea bream has been established as a representative food in General Merchandise Stores. GMS require stable and mass supply, consistent size, and low price. And Distribution of fresh fish is undertook by the large scale distributers, which can satisfy requirements of GMS. The market share in Tokyo Central Wholesale Market shows Mie Pref. is dominating in live fish. And Ehime Pref. is dominating in fresh fish. Ehime Pref. showed remarkable growth in 1990s. At present, the dealings of live fish is decreasing. However, the dealings of fresh fish is increasing in Tokyo Central Wholesale Market. The price of live fish is decreasing more than one of fresh fish. Even though Ehime Pref. has an ideal natural environment for sea bream aquaculture, its entry into sea bream aquaculture was late, because it was located at a further distance to consumers than the competing producing areas. However, Ehime Pref. became the number one producing areas through the sales of fresh fish in the 1990s. The production volume is almost 3 times the production volume of Mie Pref. which is the number two production area. More conversion from yellow tail aquaculture to sea bream aquaculture is taking place in Ehime Pref., because Kagosima Pref. has a better natural environment for yellow tail aquaculture. Transportation is worse than Mie Pref., but this region as a far-flung producing area makes up by increasing the business scale. Ehime Pref. increases the market share for fresh fish by creating demand from GMS. Ehime Pref. has developed market strategies such as a quick return at a small profit, a stable and mass supply and standardization in size. Ehime Pref. increases the market power by the capital of a large scale commission agent. Secondly Mie Pref. is close to markets and composed of small scale farmers. Mie Pref. switched to sea bream aquaculture early, because of the price decrease in aquacultured yellou tail and natural environmental problems. Mie Pref. had not changed until 1993 when the price of the sea bream plummeted. Because it had better natural environment and transportation. Mie Pref. has a suitable water temperature range required for sea bream aquaculture. However, the price of live sea bream continued to decline due to excessive production and economic recession. As a consequence, small scale farmers are faced with a market price below the average production cost in 1993. In such kind of situation, the small-sized and inefficient manager in Mie Pref. was obliged to withdraw from sea bream aquaculture. Kumamoto Pref. is located further from market sites and has an unsuitable nature environmental condition required for sea bream aquaculture. Although Kumamoto Pref. is trying to convert to the puffer fish aquaculture which requires different rearing techniques, aquaculture technique for puffer fish is not established yet.